Traits of successful franchise sales executives
Traits of
successful franchise sales executives
In
our article last year, we reported results of our
evaluation of successful CEOs within the franchising
industry utilizing the Birkman Assessment Method. The
Birkman Method provides an accurate four-dimensional
portrait of the organization: the individual team
members, their interests and goals, operating styles,
underlying needs and behavior under stress. These are
critical factors that govern personal and
organizational productivity.
This report focuses on senior franchise industry
sales executives. Twenty-five executives were
selected with 40 percent of the participants being
female or minority. Some of our participants include:
John Risner of Carlson Wagonlit Travel, Arlene Lewis
of Wendy’s International, Tom Vitacco of Culligan
International, Peter Holt of Mail Boxes Etc.,
Hannibal Myers of Churchs Chicken, Lynette McKee of
Metromedia Restaurant Group, Lee Sanders of Buffalo
Wild Wings and John Campbell of Steamatic.
When we
discuss observable behavior, we are speaking of an
individual’s natural strengths. These strengths and
behaviors are thought to develop between the ages of
six and 16 (give or take a few years). Simply stated,
it is how you behave in formal situations and is our
most productive behavior.
As you review the results of the survey, it is
important to understand that to determine success;
you must have an accurate understanding of how an
individual’s underlying needs mesh with the
“corporate culture” and the objectives of the
organization. In Birkman terms, our underlying needs
strongly influence and motivate our behaviors.
Underlying needs are not readily apparent and are
sometimes hidden even to ourselves.
All of the sales executives participating in our
evaluation have achieved high levels of success
within their respective organizations. However, by
simply plugging them into an organization without
understanding their needs and the compatibility with
the culture, you could place them on a path headed
for failure. We have observed a very clear example of
this:
A sales executive with a 14 year track record of
success within a large, conservative, high-structure
company was lured away to an organization in
transition. The newly joined organization was in a
state of flux and lacked the structure the sales
executive sorely needed. The constant change and lack
of structure caused significant stress behavior and
ultimately led to the individual’s departure from the
company. Our executive has since joined an
organization which very closely met his individual
and organizational needs and is now happy and
successful once again.
In this example, both are great companies but with
very difference cultures. You must effectively
identify and match a company’s needs/culture with the
individual in order to see this positive observable
behavior. When these needs are not met, the result
may be negative or counterproductive behavior.
In general, we can make the following general
statements about our successful sales executive
participants:
They:
♣
Are
direct, straight forward and give priority to work;
♣
Meet
people with ease and are socially comfortable around
most people;
♣
Are
organized and sequential in their approach;
♣
Are
direct, forceful, enthusiastic, vigorous and
persuasive;
♣
Focus on
practical results, are competitive, work toward
immediate results and focus on solutions;
♣
Are
decisive in thought and action, grasp situations
quickly and are direct and to the point;
♣
Have a
preference for persuasive communication and enjoy
selling to a sophisticated or knowledgeable buyer;
♣
Are
similar to people who work hard toward positive
relationships and a good reputation.
Relating to people 1 – on 1:
(This
is true of 100 percent of participants’ observable
behavior. Scores were 88 percent lower than the
general population, meaning the participants’
behavior described is even more intense than the
general population)
♣ Candid
and matter-of-fact
♣
Give
priority to work
♣
Outspoken
and unevasive
♣
Direct
& straightforward
Relating
to people in groups:
(True
of 96 percent of participants’ observable behavior.
Scores were 19 percent higher than the general
population, meaning the behavior described was more
intense.)
♣ Socially
comfortable around most people
♣
Communicative
in groups
♣
Enjoy
group debate, but wants to win
♣
Enthusiastic
about working with a team
Preferred
pace of action:
(True
of 100 percent of participants. High score reflect
results driven behavior. Scores are 25 percent higher
than the general population, meaning the behavior
described is even more intense.)
♣ Direct,
forceful, enthusiastic
♣
Vigorous
and persuasive
♣
Works to
capacity
♣
Acts and
responds immediately
Objectivity
vs. subjectivity:
(True
of 96 percent of participants. Scores are 28 percent
lower than the general population, meaning the
behavior described is more intense)
♣ Emphasizes
action over thought
♣
Objective
and detached
♣
Competitive
♣
Focuses
on practical results
♣
Focuses
on solutions
Action
vs. reflection:
(True
of 96 percent of participants. Scores are 44 percent
lower than the general population, meaning the
behavior described is even more intense)
♣ Decisive
in thought & action
♣
Grasps
situations quickly
♣
Direct
and to the point
♣
Quick in
forming judgments
♣
Makes
immediate decisions
Social
Adaptability:
(Scores
average 33 percent higher than the general
population.)
Adaptability
to people, social situations, corporate and legal
rules. Positive attitudes towards others, ability to
withstand extended stress. Meets unexpected changes
in an optimistic, tolerant manner, extends trust to
others easily.
Sales
– Preference for:
(Scores
average 60 percent higher than the general
population)
♣ Opportunity
for persuasive communication
♣
Convincing
others to accept ideas, proposals, services or
products.
Consultative
Sales – Preference for:
(Scores
average 60 percent higher than the general
population.)
♣ Utilizing
substantial product knowledge to sell persuasively
♣
Using
interactive techniques to sell or persuade
Persuasive
– Persuasive interaction with others:
(Scores
average 53 percent higher than the general
population.)
Motivating
others to accept ideas, actions or opinions though
means of persuasion, reasoning or argument.
Social
Services – Preference for:
(Scores
average 31 percent higher than the general
population.)
♣ Services
that involve helping people
♣
Work that
supports the emotional needs of others
♣
Teaching
or counseling
♣
Understanding
the thoughts and feelings of others